Today’s workforce is comprised of perhaps the most diverse pool of employees of all time. Not only are people of different genders, cultural backgrounds and lifestyles working side by side, but an organization is likely to have four different generations on their staff as well.
Each of these generations is distinct in their expectations of the workplace, their communication styles and what motivates them to perform. Having people with such different values in an organization presents some significant challenges.
The working generations of today fall into one of four categories:
Matures (born 1922-1945)
Were raised during periods of great hardship and sacrifice (post-great depression, Second World War), and then lived through times of increasing prosperity. Matures take a disciplined approach to work, are loyal to the organizations they work for and respect the management hierarchy.
Boomers (born 1943-1960)
Grew up in affluent times with strong families, many were influenced by the social changes of the period. Tend to be idealistic and hard working. Have a fairly traditional view of the workplace but rather than just following orders want to build a consensus with the people they work for.
Gen X (born 1961-1981)
Many are the children of divorce and working parents, and therefore have a strong sense of independence. Having entered the workforce at times of a declining economy and downsizing, they tend to have less loyalty for the companies they work for. They are strong independent workers who value individual competence yet at the same time crave frequent and timely feedback on their performance.
Gen Y (born 1982-2002)
Often referred to as millenials, this generation was raised in a period where children were receiving more attention from their parents than ever before. They tend to be good team performers who are project oriented and able to work on multiple tasks. They are adaptable to change and often want more of a relationship with their supervisors than Gen X.
Each of these four groups typically comes with their own set of values; values which have become deeply ingrained with their respective eras. Conflicts often happen when values are neglected or misunderstood. This can lead to loss of productivity, decline in morale, and employee turnover all of which are tremendous costs to any organization.
There are some fundamental goals management can strive for when it comes to bridging some of the generational gaps in the workplace.
- Seek to understand the different needs of different generations and how best to meet them. Take communication methods, older staff may prefer face to face and phone calls while Gen Y may depend more on email and texting.
- Create an environment of openness where each member feels valued and their viewpoints are heard and respected.
- Be flexible, meeting the diverse needs of each generation requires a little creativity when it comes to providing incentives and offering choices.
While a multigenerational staff presents some of the biggest management challenges today, it offers some of the biggest advantages when the different values are met. A company can draw on the strengths of and attract talented people from each generation. Such a company is better equipped to meet the needs of a diverse population and potentially gain a greater market share. And companies that successfully manage their generations tend to be more innovative as their ideas, decisions and solutions are coming from a very broad base of knowledge.
It’s important to understand the make-up of the workforce. Armed with a clearl understanding management can educate the employees and help create a cohesive and harmonious environment.
In this new information age and with the increased demands of today’s busy lifestyles comes a very real and commonplace condition known as information overload.
